HomeMy WebLinkAboutMINUTES - 06161998 - SD3 FHS
TO: BOARD OF SUPERVISORS .,f
CONTRA.
FROM: FAMILY& HUMAN SERVICES COMMITTEE '; M _ COSTA
COUNTY
DATE: June 16, 1998
SUBJECT: Report on Emergency Shelters and the Center Point Contract
SPECIFIC REQUEST(S) OR RECOMMENDATION(S) & BACKGROUND AND JUSTIFICATION
REQ'N A N Sl.
1. ACCEPT the attached report from the Director of Public Health on emergency shelters and
the Canter Point contract for operation of the emergency shelters for single adults.
2. REQUEST the Director of Public Health to work with the Continuum of Care Board to clearly
identify the full range of programmatic needs, funding requirements and priorities to address
homelessness issues including, but not limited to:
• early intervention for first time homelessness
• meeting the needs of individuals with multiple problems, including substance abuse,
mental health and physical issues
• how best to leverage resources with the substance abuse, meatal health, medical and
social services systems
• after cage services and support to reduce recurrence of homelessness
• tracking program outcomes.
3. REQUEST the Director of Public Health to work with the Continuum of Care Board to develop
a plan that identifies facility needs, funding requirements and priorities to ensure sufficient
emergency shelter beds for both immediate needs occupancy as well as longer term
structured case management interventions.
CONTINUED ON ATTACHMENT: _,,,,,YES SIGNATURE:
RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
_AP _RECOMMENDATION
Y_OTHER
vjk&"�b>�
SIGNATURE{S3: Donna rber Mark De5aulnier
ACTION OF BOARD ON . 1998 APPROVED AS RECOMMENDEDY OTHER
VOTE OF SUPERVISORS
I HEREBY CERTIFY THAT THIS IS A
UNANIMOUS{ABSENT 2 TRUE AND CORRECT COPY OF AN
AYES: NOES: ACTION TAKEN AND ENTERED
ASSENNT. ABSTAIN: ON MINUTES OF THE BOARD OF
�s
SUPERVISORS ON THE DATE SHOWN.
t`iorftK`.:Sara Hone 886-1090
ATTESjDj6&AT_CH=ELOR;
CLERK OF
AR OF SUPERVISORS
AND COUNTY ADMINISTRATOR
cc: CAO
Wendel Brunner,Public Health Director f
Brenda Biasingame,Homeless Program Manager BY ,DEPUTY
FHS#5
4. REQUEST the Director of Public Health to develop a strategy for providingemergency shelter for
Writer 1998-99, including presentations to the Public Managers Association and city councils to
engender their collaboration and support.
5. REQUEST the Clerk of the Beard to coordinate with the Director of Pubic Health in scheduling
a board workshop at the Concord shelter in fall 1998 so that the Board can consider policy issues
and captions concerning the homeless shelter program.
CKGROUNDIR " ) FOR,R QM ENDATIUW('Si):
On June 8, 1998, the Family and Human Services Committee met with Wendel Brunner, Director of
Public Health, to review the attached report and to tour the Brookside Homeless Shelter. Also present
were Brenda Blasingame, Homeless Program Manager; Duane Chapman, Homeless Ombudsman; and
three representatives from Center Point, operators of the County's homeless shelters.
The committee first toured the Brookside Shelter. The shelter is an eight year old modular unit, which
houses 54 men and C women. It was obvious to the committee that the structure is less than optimal.
There is no room for expansion for short term emergency beds; leakage during the rains was evident
from stains on the ceilings. In addition, it was reported that moisture from below the building seeps up
and results in fungus growth. Repair costs on the building are running approximately$10,000 a year
and, according to the department, will not be a viable option over the long run.
Dr. Brunner reported that he was pleased with the performance of Center Point, contractor for the
homeless shelters. Within 30 days of their assumption of the contract, they increased the number of
winter shelter bents from 75 to 95. They also developed a new two phase program for shelter residents:
phase one, an emergency program for stays of up to 30 days and phase two, a structured case
management program for stays of up to 90 days. The rase management program has been codified
with the addition of core services that include:
• two weekly orientation sessions for all new residents;
• five weekly living skills classes at each site;
12 step programs for alcohol and substance abuse at both sites;
• resident councils at both sites and weekly house meetings;
• one full time case manager at each site to work with residents in the phase two case
management program;
• housing assistance and vocational counseling through Rubicon, Inc.;
• health screenings and referrals to mental health and substance abuse counseling through
the Health Care for the Homeless and Contra Costa Community Substance Abuse
Services.
Dr. Brunner also reported that the homeless shelter program is now tracking contract performance as
well as shelter resident outcomes. Key outcomes for residents include the number of people moving
into permanent transitional or special needs housing; number of people leaving the shelter without
notice; and the number of people discharged for rule violations. In addition, Center Point submits a
quarterly report on the homeless program that reports on performance objectives, outcome objectives,
the case management program process objectives, the case management program outcome objectives
and detailed statistics on new admittances, readmittances, discharges, number of residents obtaining
permanent housing, number of residents obtaining transitional housing or special needs housing, ether
resident discharges, income at time of intake, income at time of discharge, income source at time of
discharge, city of residence, gender, ethnicity, age and veteran status.
In response to a question from Supervisor gonna Gerber, Brenda Blasingame stated that the homeless
shelters work closely to do cross conferencing where the homeless residents are clients of other
systems. Supervisor Mark DeSaulnier said that it was important to look at collaboration with the ether
systems and to assure that we are leveraging our resources. He stated that we need to identify the
issues regarding collaboration. One of the Center Point representatives said that the homeless shelters
often provide"aftercare" for releasees from substance abuse residential treatment programs. Brenda
Blasingame also said that there are discharges from the medical centers to the homeless shelters
through the "Health Care for the Homeless program. In some cases, the choice is to accept these
people or for them to go into the streets, so they may be accepted in the shelters even though they are
not totally suited for the emergency shelter environment. Ms Blasingame said that a "medical step
2
FHS#5
down" program would very helpful as an alternative care facility for such individuals.
Supervisor DeSaulnier inquired concerning the opinions of the homeless shelter residents about the
programs and if focus group had been conducted. Duane Chapman responded that focus groups were
planned, as was a written survey. He found that complaints are fewer than before and that some of the
complaints are concerning availability of slots in the phase two case management program.
Supervisor DeSaulnier said that it would be very helpful if the emergency shelter program could add
"stories" about what is happening to people who leave the shelter. Are they self sufficient? Are they
going back on the streets? Supervisor Donna Gerber agreed and further said that we need to
understand why people are returning to homelessness, whether it is due to the job market, transportation
availability, substance abuse or whatever. Mr. Chapman said that there are obviously many reasons
for recurrence of homelessness, but one was that individuals may lose their support system when they
become self sufficient and they may not have the ability to handle problems and issues as they come
up. It was agreed that, in addition to tracking residents after they leave the shelter, the Continuum of
Care Board should look at what types of retention programs are necessary to reduce the return to
homelessness. Brenda Blasingame noted that San Antonio has a successful retention program;
however, for Contra Costa County, we have not yet funded our base program adequately, therefore it
is difficult to focus on program augmentation. Dr. Brunner stated that the homeless program is still
highly dependent upon outside resources that are not guaranteed, that are decreasing overall and for
which the County is in a competitive situation.
It was agreed that the Continuum of Care Board needs to be involved in identifying and prioritizing
homeless program needs. At the present time, the program committee of the Continuum of Care Board
is looking at continuous quality improvement and how the system could work better (For example, the
need for an MIS system that would track the homeless individual's participation in various systems, such
as substance abuse, mental health, General Assistance.) At the present time; the Continuum of Care
Board is focusing on the NOFA grant application, which should be completed by early fall. As pact of
the application, they reviewed the homeless five year plan and identified recent accomplishments.
Committee members asked Center Point about what they felt were the challenges in operating>the
homeless shelters. One representative said that the change of management, structure, rules and
operational objectives (i.e., the two phase program) were difficult transitional issues which have now
been achieved. The next challenge will be to deal more systematically with a range of needed
interventions from dealing with the chronic homelessness to helping mobilize resources to providing
referral to existing services. The challenge for Center Point will be to optimally use scarce resources
to triage between those areas of support. Adequacy of staffing is also an issue. Center Point does
extensive staff training; however, in Brookside two staff members have to deal with 56 clients, including
holding their medications, looking for food donations and dealing with expectations of shelter residents
and stakeholders.
In response to a question by Supervisor Gerber, the Center Point representatives said the biggest
surprise they had received after taking the contract was the number of stakeholders and their access
points. Center Point felt they had "quite a few bosses" with different expectations and demands. It
would be helpful if stakeholders would be supportive at the service delivery level, not just the oversight
level.
Committee members agreed that the Board of Supervisors needs to better understand the programmatic
and facility challenges for the homeless program and suggested a Board workshop in the fall at the
Concord shelter. The workshop would clearly identify program and facility needs, resources and
priorities and include the issues around ancillary support services such as mental health, substance
abuse, medicine and social services.
3
Contra Costa County
Health Services Department
PublicHealth Division
Administrative Offices
' 597 Center Avenue,Suite 200
Martinez,California 94553
Phone: {510}313-6712
CSp� AN
Fax:(510)3136721
4 GOUI"Y E-Mail:wbrunnerChsd.co.contra-costa.ca.us
TO: Family& Human Services Committee
Supervisor Mark DeSaulnier, District 4
Supervisor Donna Gerber, District 2
FROM: Wendel Brunner, M.D.
Director of Public Health
DATE: June 3, 1998
SUBJECT: REPORT ON EMERGENCY SMELTERS AND CENTER POINT
CONTRACT
This report contains information requested by the Family and Human Services Committee and a
preliminary evaluation of the emergency shelter services during the first year of operation under
contract with Center Point.
Changes t
On July 1, 1997 the Contra Costa Health Services Department entered into a contract with Center
Point to operate the two county-funded emergency shelters for single adults. In addition to shifting
shelter operators, several additional changes were made in an effort to improve the quality of the
service and enhance our ability to evaluate the effectiveness of the program.
The first change was the implementation of a two-phase program for residents in the shelter. Phase
I is an emergency shelter program for stays of up to 30 days. Residents in Phase I are required to
comply with basic shelter rules for operation and safety,but do not participate in the more structured
case management program. Residents corning in off the street into Phase I have the opportunity to
find food and shelter and consider whether they are ready to seriously address their issues of
homelessness. Residents in Phase I then have the opportunity to enter into Phase 11,a structured case
management program with a total stay of up to 90 days. The intent of the two-phase program is to
open ups a bask emergency shelter option to homeless people coming in to the shelters, and at the
same time focus the 11mited case manag ent resources on those residents who are most likely to
be receptive to the assistance. The goal is to serve a greater number of homeless individuals, and
at the same time maintain or even increase the number of homeless residents who move through the
shelter program into stable,appropriate housing.
A second change this year was the inclusion of measurable outcome objectives in the Center Point
contract. The purpose of the objectives is to identify outcome areas we consider important and to
provide benchmarks against wch to measure progress. The actual achievement of a specific
percentage of an outcome objective is not necessarily the measure of success or failure of the
program or the contractor,but quantitative measures can provide direction for program modification
or allocation of resources.
Report on Emergency Shelters and Center Point Contract
.lune 3, 1998
Page 2
Winter nter Relief 97198
Last year,due to fiscal restraints, there was only marginal expansion of the number of shelter beds
during the winter months. This year, with El Nino every bit as severe as anticipated, winter relief
was even more urgent. Fortunately,the completion of the rehab of the Concord Shelter provided the
opportunity to actually expand the number of Meds up to 100 at that site. Brookside, however, has
essentially no bed flexibility for winter relief. There are also issues of staffing and basic resident and
staff safety, as more residents are crowded into Concord. Winter relief began in November, with a
gradual increase in the number of residents as new staff members were brought on. Occupancy
reached 95 residents for the first time ever in January. In previous years, occupancy has seldom
reached 75. Winter relief beds were cut back in April, but as "winter" this year seems to be
continuing into .Tune, we are still expanding the bed capacity in response to bad weather.
Services Provided 'Throughtil a Shelter Pro ram
The following services for residents are provided onsite by Center Point, Inc., the primary shelter
contractor:
• Two weekly orientation sessions for all new residents;
• Five weekly living skills classes at each site;
• Twelve step programs for both alcohol and substance abuse at both sites;
Resident counsels at each site and weekly house meetings;
• One full-time case manager at each site to work with residents in Phase 11(one case manager
for 30 clients at each site).
These additional services are provided onsite through outside agencies:
• Housing assistance and vocational counseling -Rubicon, Inc.
Health screenings and referrals and mental health and substance abuse counseling - Health
Care for the Homeless, Contra Costa Health Services
In addition the case managers provide extensive referrals and linkages to the homeless continuum
of care providers and mental health and substance abuse programs.
Contract Performance and Outcomes
The outcome objectives for the current fiscal year contract,along with the outcome results from the
first three quarters of the fiscal year are included as Attachment 1. This information is being used
to design program modifications with the contractor for the next fiscal year, and to develop
appropriate benchmarks for future performance.
The number of clients served and key outcomes for the current fiscal year 97198 compared to FY
96/97 are indicated in the table below. Unless otherwise indicated,data for FY 96197 is for the full
twelve months; data for FY 97/98 is for the first three quarters only:
Report on Emergency Shelters and Center Point Contract
June 3, 1998
Page 3
FY 96/97 FY 97/98
Total Bed bights 39,680 39,800
(projected for 12 months)
Winter Relief Bed Nights N/A 2,659
(partial total in addition
to bed nights above)
Number of Individuals 926 995
Served in Regular Program (three quarters)
Number of Individuals NIA 143
Served for Winter Relief (incomplete figures)
"yy��, �.:�:}a ;.,::t:?:t�,,. e .':v5:? ':F r':S;::Sitr.:.�?v:k+:;5:�::•hti�.��; ?v \ 01. 'k�;.:f.•,r..... •?"++�
�.#•.'.::<,c:•:.•:;k••.:.•.:. ;..,.: ..:i.•... i.::. .••.fit??•r:•',,::�5.
Number of People Moving Concord: 108 Concord: 11:3
Into Permanent, (first 3 quarters of year) (first 3 quarters of year)
Transitional or Special Brookside: 57 Brookside: 103
Needs Mousing (first 3 quarters of year) (first 3 quarters of year)
Number Leavin Shelter Concord: 108 Concord: 154
Without Notice(No Call/No Brookside: 147 (first 3 quarters of year)
Show) Brookside: 177
(first 3 quarters of year)
Number Discharged for Concord: 34 Concord: 18'
Rule'Violations Brookside: 48 (first 3 quarters of year)
Brookside: 20
(first 3 quarters of year)
The residents of the Brookside and Concord Shelters carne from the following cities:
Brookside Concord
Richmond 80% Concord 53%
Concord 5% Pittsburg/Bay Point 13%
San Pablo 5% Antioch 9%
Antioch/Pittsburg 3% Richmond 7%
Other 7% Other 18%
The preliminary data above indicates that the two-phase program has been successful in its
objectives. The total number of persons served in the shelter program has increased, as the less
rigorous, but shorter, Phase I option has opened shelter opportunities to more individuals. By
concentrating the case management resources on those individuals who have had the opportunity to
continue into Phase II, we appear to have at least maintained,and probably increased,the number
of individuals who have successfully moved on to stable,appropriate housing. 'There are many other
Report on Emergency Shelters and Center Point Contract
.lune 3, 1998
Page 4
factors, however, that could be influencing these figures. The changing availability of housing
services through Reach Plus and Shelter Plus Care thisear compared to last year has not been
analyzed, and even more important, we haven't broken down the figures between permanent and
transitional housing, and special needs housing which includes medical, detox, and residential
substance abuse treatment facilities. Finally, we don't yet have complete data for this fiscal year.
Again,the data for no call/no show(NCNS)and those discharged for rule violations is consistent
with a two-phase program better tailored to the different states of readiness of the clients. The more
structured and rule intense Phase II program is reserved for those clients who chose that option after
a period of time in the shelter. That may have led to a decrease in rules conflicts and the number of
residents discharged for rule violations.
Further Evaluation and Qual ty Improvement Plans
A more careful analysis of the quantitative data is indicated after the complete years data has been
compiled. In addition to quantitative evaluation, however,the Ombudsperson will begin monthly
focus groups in both shelter sites to develop qualitative client perspectives on the strengths and
weaknesses of the shelter program. In addition, the Continuum of Care Advisory Board is
developing a Continuous Quality Improvement(CQI)program involving all the major services in
the Contra Costa continuum of care. We hope to have the emergency shelters included early in the
CQI program.
Kgy Accomplishmentsd a en a hi Contract Year
Acco= islnents.
• Implementation of a new program structure and increase in number of individuals served.
• Steady improvement of housing and employment outcomes.
• Implementation of five weekly living skills groups including budget management and
housing counseling for individuals in Phase II.
0 Development and implementation of twice weekly orientation groups for new residents.
# Provision of some case management services for Phase I and Winter Relief residents as
staffing allows.
Successful increase of winter shelter beds to 95, in the face of El Nifio.
Challenges:
• New shelter contractor implementing new program and operational philosophy within 30
days of assuming operation.
Achieving "buy-in" from residents who were transitioning to a new program operator and
operational philosophy.
• Retraining of staff that remained from former contractor.
i Current staff level at both sites does not allow for case management services for all shelter
residents that are interested.
0 Meeting the needs of clients as the Concord Shelter capacity was expanded to 95.
Report on Emergency Shelters and Center Point Contract
June 3, 1998
Page 5
We believe the transition to the new shelter operator has been a successful one. The homeless shelter
program has been strengthened over the last year, and the operation of the shelter has been
implemented professionally and in collaboration with the County Homeless Program. The process
and outcome objectives set forth in the contract have,for the most part,been met. Some objectives
have been surpassed,while others presented challenges reflecting the difficulties in grappling with
the issues of homelessness in Contra Costa County. Evaluation of these objectives presents
opportunities for the contractor, the County Homeless Program, and the Continuum of Care Board
to strengthen homeless services in our county.
Priority Shelter Needs
The physical condition of the Brookside Shelter presents a number of problems. The building was
not constructed for the intense,ongoing use it has seen for the past four years. We are spending an
excessive amount of money on repairs to keep the building in marginal condition,and over the long
run continued repairs will not be a viable option. We are doing preliminary investigations into the
cost of an approximately 75 bed shelter replacement. Using the existing location would eliminate
the difficulties associated with trying to site such a facility.
In the long term the County needs to explore the development of additional revenue sources to
stabilize the funding of the two county emergency shelters. The current budget and revenues(see
Attachment Z)for operating these county-funded facilities are barely adequate to meet the costs of
providing the existing services, yet alone providing needed or demonstrably effective service
enhancements. Each year we are also faced with a potential budget shortfall, because we are
dependent on outside revenue that is not guaranteed, is decreasing, and has a high level of
competition for the available funding.
New Contract with Center Point
A new contract has been negotiated with Center Point for FY 99/90. This contract includes an
increase of$46,674 which reflects cost-of-living increases, salary step raises,the 1provision of a full-
time Shelter Program Director,and an increase in general operating costs associated with increased
numbers of individuals being served at the shelters.
The negotiated contract certainly does not reflect optimal staffing needs at the shelter. We continue
to operate at a minimal staffing level consistent with basic safety for staff and residents, and that
limits the amount of services that can be provided to shelter residents. Center Point has proposed
increasing the case management staff available in the shelters, so that more services could be
provided to Phase I and Winter Relief residents who request them'and could benefit from them. We
agree with Center Point that their proposal would reflect a significant enhancement in services, and
are committed to carefully looking at our budget and/or trying to develop additional revenues to
increase case management services available in the shelters.
We believe that the quality, stability, and effectiveness of the emergency shelters in Contra Costa
has steadily improved aver the last several years. We are very pleased with the progress made this
year under the contract with Center Point,Inc.,and are pleased to recommend the continued contract
for FY 98/99.
WB:ah
Attachments
cc. William Walker, Health Services Director
ATTACHMENT 1
Emergency
Shelter Budget
July 1, 1997 -June 30, 1998
PRQJECTED INCOME
County General Funds/Department Allocations 845,180.
FEMA XVI 29,900.
FESG 88,800.
County CDBG 88,500.
Richmond Comm. Services 10,000.
Income-Suite D 47,520.
Donations/Fundraising for winter relief 25,000.**
SUBTOTAL 1,134,630.
PROJECTED BD-GETED EXPENDITURES
CENTRAL COUNTY SHELTER.
Operating Expenses(Contractor) 369,240.
Utilities,water/sewer, occupancy costs 105,000.
Food 60,000.
Repairs&Maintenance 6,000.
SUBTOTAL 540,240.
BROOKSIDE SHELTER
Operating Expenses(Contractor) 354,760.
Water/sewer, occupancy costs 10,000.
Food 90,000.
Repairs& Maintenance 8,000.
SUBTOTAL 462,760.
j PROGRAM ADMINISTRATION
.50 FTE Director 34,809.
.45 FTE Development Director 25,200
.6 FTE Omsbudperson 30,374.
.25 FTE Clerk 6,250.
Homeless Referral/I &R 27,000.
Office space, telephones, program expenses 14,000.
SUBTOTAL 137,633.
PROGRAM TOTAL 1,140,633.
Key: " Projected income based on past years' funding/income
WINTER RELIEF @ Central County Shelter(121 days)
Operations 51,000.
Food @$3.72/day/person 18,000.
Additional 'water,sewer, &utilities 1,000.
Additional garbage pick up @$410./mo 1,640.
SUBTOTAL 71,640.
*Based on operating up to 40 additional beds.
FULL PROGRAM TOTAL •. 1,212,273.
k4thbud
ATTACHMENT 2
Objecti
ves
OBJECTIVES: 7/97 -- 9/97
Performance Objectives Objective Attainment Analyses
30-Day Emergency Shelter Program 30•Day Emergency Shelter Program
Process Qb actives
1. All individuals entering the shelter will be 1. 100% of individuals entering the shelter
screened for shelter appropriateness and have screening and assessment completed.
have an in-depth need assessment
completed and kept on file,
2. All persons entering the shelter will receive 2. 100%of individuals entering shelter receive
a copy of the shelter rules, including the a copy of the county rules, Center Point
disqualification and appeal process,and will rules and sign that they have received the
sign verifying their receipt. copy...-- ,-
3.
o .3, All persons in the emergency shelter 3. Objective attained. Minimum of one hour is
program(30 day stay),who elect to move consistently surpassed.
into the 90 Day Case Management
Program,will receive a minimum of one
hour of case management services during
the third and fourth week of their shelter
stay.
4. All persons in the emergency shelter 4. Housing assistance provided by shelter
program(30 days stay),who will not be counselors and case managers, through
participating in the 90 Case Management workshops provided by outside agencies
Program will receive a minimum of two and through evening groups at the shelter.
hours of housing assistance.
5. Ali persons entering the Shelter will have a 5. Objective attained.
basic health assessment by the Health Gare
for the Homeless Team within the first three
weeks of entering the shelter.
6. All persons entering the shelter will provide 6. Objective attained. However, photo
photo identifica#ion and verification of identification is not always part of
residence within the first 72 hours, verification. GA referrals
7. All persons leaving the shelter will receive 7. 100%of individuals who leave the shelter
the Homeless Resource list as part of the with notice receive the Homeless Resource
planned exit and at least one weep prior to list.
their exit date.
Outcome Objectives Objective Attainment Analyses
3t1-17a Erne
y�epcyShelter Pm ram 30-Da ErneMengy Shelter Prc> rem
1. 100%of persons in the emergency shelter 1. Objective attained.
program will decide to enter the structured
program or leave the shelter at the end of
30 days.
2. 75%of all discharges will be planned. 2. As new programs, rules and structure were
Implemented,there was a high rate of
unplanned exits by residents from previous
fiscal year. Improvement anticipated,_
3. 100%of all persons,who are in the shelter 3. Objective attained.
at least 10 day%will have a TB clearance,
4. 100%of all persons In the shelter,who 4. Objective attained. Housing and supportive
remain more than 10 days,will receive services provided to all residents prior to
housing and supportive services ten days residency in the shelter.
information.
S. 60%of all persons in the shelter without an 5. Within the last two months of the quarter
income source will identify or apply for some over 50%0 of residents applied for income
source of income or assistance within the assistance in first twenty days.
first 20 da s.
6. 100%of all persons upon assessment will 6. Objective attained. Counselor assigned at
be assigned a counselor to monitor and time of intake.
assist there during the 304,9y§Lay.
1
Case Management Program Case Management Program
Process Objectives objective Attainment Analyses
1. All persons in the Case Management 1. Objective attained.
Program will receive a minimum of one hour
of one to one case management services
er week.
2. All persons in the Case Management 2. Since Case Management Program was
Program will receive a minimum of 40 hours initiated August 1 , we cannot assess this
of assistance in obtaining housing. objective fully. However all individuals in the
Program receive a minimum of 8.5 hours a
week of group/individual counseling related
to housina issues.
3. All persons in the Case Management 3. Objective attained. Vocational assessment
Program will participate in some vocational completed on all participants.
or public benefits assessment.
4. All persons in the Case Management 4, Objective attained
Program will have a weekly case action plan
on file that has been signed be the Case
Manager and the individual.
5. All persons in the Case Management 5. Case management meetings are held two
times monthly with Health Gare for the
Program who have a Case Manager
through another agency will have Homeless and two times monthly with
participated in at least one inter-agency Rubicon.
case management meeting.
Case Management Program Case Management Program
Outcome Objectives objective Attainment Analyses
1. 95%of all persons who enter the Case 1. Concord—96% have income in the first
Management Program without an income, sixty days. Brookside—90%have income in
will have an income within the first 60 days the first sixty days. Objective attainment to
of the program. improve in next Quarter.
2. 85%of all persons will receive payee 2. 100% receive payee services or attend
services or attend a budget/money budgettmoney management classes within
management class within 60 days. 60 days.
3. 95%of all persons will attend a housing 3. Objective obtained through Reach Plus,
resource workshop within 60 days. Independent Living Resources and Center
Point workshops.
4. 80%of all persons will have identified 4. Statistics are incomplete since Program was
housing within 75 days. o erational for 60 da s at end of uarter.
5. 50%of all UBl and GA recipients will have 5. Concord-- 89%within 60 days.
completed a vocational assessment,job Brookside—57%within 60 days.
readiness training, and be working with a Statistics not available this quarter on 90
vocational counselor within 60 days. Within days of participation. Program operational
90 days 75%will have completed a for only 60 days of report period.
vocational assessment,jobs readiness
training, and is working with a vocational
counselor.
6. 90%of participants who are able to work 6. Objective attained—over 90%
will be employed at least half time and have employed/have regular source of income
a regular source of income when they exit when exiting.
the pr9gram.
2
Case Management Program Case Management Program
Outcome Objectives cont'd Objective Attainment Analyses cont'd
7. 85%of participants with special needs of 7. Objective attained. Case management
self identified disabilities,who are currently meetings assist in achieving objeotives.
involved with a service provider, will be
referred to the Health Care for the
Homeless Team for a screening and
assessment of their needs within 30 days.
8. 90%of participants will have a planned exit. 8. Overall, 76%of participants had a planned
100%of these will have an exit interview. exit interview. This objective will be met
next quarter as screening for Program
participants will be more thorough;which will
increase retention and reduce unplanned
exits.
3
OBJBCT'1VF„S: 10/97 — 12/97
Performance Objectives Objective Attainment Analyses
30-day Emergency Shelter Program 30-flay Emergency Shelter Program
Process Ob actives
1. All individuals entering the shelter will be 1. 100%of individuals entering the shelter
screened for shelter appropriateness and have screening and assessment completed.
have an in-depth need assessment
completed and kW on file.
2. All persons entering the shelter will receive 2. 100 o of individuals entering shelter receive
a copy of the shelter rules, including the a copy of the Contra Costa County rules,
disqualification and appeal process,and will Center Point rules and sign that they have
sin verifying their receipt. received the copy.
3. All persons in the emergency shelter 3. Objective met.
program(30 day stay), who elect to move
into the 90 Day Case Management
Program,will receive a minimum of one
hour of case management services during
the third and fourth week of their shelter
stay.
4. All persons In the emergency shelter 4. Housing assistance provided through
program(30 days stay),who will not be workshops, evening groups and individual
participating in the 90 Case Management counseling at the shelter.
Program will receive a minimum of two
hours of hous!pq assistance.
5. All persons entering the Shelter will have a 5. Objective met
basic health assessment by the Health Care
for the Homeless Team within the first three
weeks of entering the shelter.
6. All persons entering the shelter will provide 6. Objective met. However, photo identification
photo identification and verification of is not always part of verification. (GA
residence within the first 72 hours. referrals
7. All persons leaving the shelter will receive 7.All individuals who leave the shelter with
the.Homeless Resource list as part of the notice receive the Homeless Resource list.
planned exit and at least one week prior to
their exit date.
Outcome Objectives Objective Attainment Analyses
30-lie Emer +enc Shelter Pic ram 30!Da Erne enc Shelter Pro rarer
1. 100%of persons in the emergency shelter 1. {objective met.
program will decide to enter the structured
program or leave the shelter at the end of
30 days.
2. 75%of all discharges will be planned. 2. Planned discharges-Concord
700/ol8rookside 60%. No shows impacted
this objective.
3. 1004/o of all persons,who are in the shelter 3. 95% -objective impacted by holiday
at least 10 days,will have a TB clearance. schedules and large influx of clients.
4. 100%of all persons In the shelter, who 4. Objective met. Housing and supportive
remain more than 10 days,will receive services provided to all residents prior to
housing and supportive services ten days residency In the shelter.
Information.
5. 50%of all persons in the shelter without an 5. Within the last quarter 80%of residents at
income source will Identify or apply for some both shelters identified or applied for some
source of Income or assistance within the source of income or assistance in first 20
first 20 days, I days.
6. 100%of all persons upon assessment will 6. Objective met, Counselor assigned at time
be assigned a counselor to monitor and of intake,
assist them during the 30-day stay.
1
Case Management Program Case Management Program
Process Objectives Objective Attainment Analyses
1. All persons in the Case Management 1. Objective met.Weekly 1x1 case
Program will receive a minimum of one hour management sessions provided.
of one to one case management services
per week.
2. All persons in the Case Management 2. All individuals completing case
Program will receive a minimum of 40 hours management program in last quarter
of assistance in obtaining housing. received a minimum of 40 hours. All
individuals currently in the Program receive
a minimum of 8.5 hours a week of
group/individual counseling related to
housing issues.
3. All persons in the Case Management 3. Objective met Vocational t Benefits
Program will participate in some vocational assessment completed on all participants.
or public benefits assessment.
4. All persons in the Case Management 4. Objective met. All individuals in case
Program will have a weekly case action plan management program receive case action
on file that has been signed by the Case pian and is reviewed on weekly basis.
Manager and the individual.
5. All persons in the Case Management 5. Case management meetings are held two
Program who have a Case Manager times monthly with Health Care for the
through another agency will have Homeless and two times monthly with
participated in at least one inter-agency Rubicon.
case management meeting.
Case Management Program Case Management Program
Outcome Objectives Objective Attainment Analyses
1. 95%of all persons,who enter the Case 1. Concord—100% have income in the first
Management Program without an income, sixty days. Brookside—100%have income
will have an income within the first 60 days in the first sixty days. Objective met.
of the program.
2. 85%of all persons will receive payee 2. 100%receive payee services or attend
services or attend a budgetlmoney budget(money management classes within
management class within 60 days. 60 days.
3. 95%of all persons will attend a housing 3. Objective met through Reach Plus,
resource workshop within 60 days. Independent Living Resources and Center
Point workshops.
4. 80%of all persons will have identified 4. 75%of participants in Concord and 70% in
housing within 75 days. Brookside completing Phase 11 obtained
housing. Percentages improving monthly.
5. 50%of all USI and GA recipients will have 5.Within sixty days all individuals in case
completed a vocational assessment,job management receiving UBI or GA over 50%
readiness training, and be working with a have received vocational assessment,job
vocational counselor within 60 days. Within readiness, readiness training and are
90 days 75%will have completed a working with vocational counselor. Overall,
vocational assessment,jobs readiness 80%of all individuals eligible in both shelters
training,and is working with a vocational received these services within 90days
counselor.
6. 90%of participants who are able to work 6. Concord—76%, Brookside—75%.
will be employed at least half time and have Improvements anticipated in next quarter.
a regular source of income when they exit
the program.
2
Case Management Program Case Management Program
Outcome Objectives cont'd Objective Attainment Analyses cont'd
7. 85%of participants with special needs or 7. Objective met 90%of all participants with
self identified disabilities, who are currently special needs or self-identifi6d disabilities
involved with a service provider, will be were referred to health care for the
referred to the Health Care for the homeless. Case management meetings
Homeless Team for a screening and assist in achieving objectives,
assessment of their needs within 30 days.
8. 90%of participants will have a planned exit. 8. Overall, 86%of participants had a planned
100%of these will have an exit interview, exit. Exit interviews conducted with all
participants who have planned discharge.
{
3
Case Management Program Case Management Program
Process Objectives objective Attainment Analyses
i. All persons in the Case Management 1. objective attained.Weekly 1x1 case
Program will receive a minimum of one hour management sessions provided'..
of one to one case management services
week.
2. All persons in the Case Management 2. 100%of the individuals completing case
Program will receive a minimum of 40 hours management program In last quarter
of assistance in obtaining housing. received a minimum of 40 hours.All
individuals currently In the Program have
available a minimum of 8.5 hours a week of
group/individual counseling related to
housin issues.
3. All persons In the Case Management 3. objective attained. Vocational f Benefits
Program will participate in some vocational assessment completed on all participants.
or ublic benefits assessment.
4. Ail persons in the Case Management 4.Objective attained.All individuals in case
Program will have a weekly case action pian management program receive case action
on file that has been signed by the Case plan and is reviewed on weekly basis.
Manager and the Individual.
5. All persons In the Case Management 5. Case management meetings are held two
Program who have a Case Manager times monthly with Health Care for the
through another agency will have Homeless and two times monthly with
participated In at least one inter-agency Rubicon.
case maria ement meeti .
Case Management Program Case Management Program
Outcome Objectives Objective Attainment Analyses
1. 95%of all persons,who enter the Case 1. Concord—100%have Income In the first
Management Program without an Income, sixty days.Brookside—95%have Income in
will have an Income within the first 60 days the first sixty days. Objective attained
of the Ingram.
2. 85%of all persons will receive payee 2. 100% receive payee services or attend
services or attend a budget/money budgettmoney management classes within
mangement class within 60 days. 60 days.
3. 95%of all persona will attend it housing 3. Objective attained through Reach Plus,
resource workshop within 60 days. independent laving Resources and Center
Point workshops.
4. 80%of all persons will have Identified 4. Concord 78% &Brookside 76% 'Identified
hoygffl within 75 cis . housigg wihin 75 da
S. 50%of all USI and GA recipients will have 5.Within sixty days all Individuals'in case
completed a vocational assessment,job management reaelving USI or GA over 50%
readiness training, and be working with a have received vocational assessment,job
vocational counselor within 60 days. Within readiness, readiness training and are
90 days 755%will have completed a working with vocational counselor.Overall,
vocational assessment,jobs readiness 80%of all Individuals eligible In both shatters
training,and Is working with a vocational received these services within 90days
counsellor.
6. 90%of participants who are able to work 6. Concord.87% Brookside 72%.The job
will be employed at least half time and have market In Richmond Is depressed and
a regular source of Income when they exit participants have fewer skills than those In
the g9gram. Concord
2
" --
Performance Objectives ObJective Attalnmen#AnOBJECTIVES: 1!9$ 3l9ealyses
30-Day Emergency Shelter Program 30-Day Emergency Shelter Program
Process Ob actives
1- Al!individuals entering the shelter will be 1. 14496 of individuals entering the"shelter
screened for shelter appropriateness and have screening and assessment completed.
have an In-depth need assessment
COM eted and kent on file.
2. All Persons entering the shelter wilt receive 2. 100% of individuals entering shelter receive
a COPY of the shelter rules, including the a copy of the Contra Costa County rules,
disqualification and appeal process, and will Center Point rules and sign that they have
sign ve ' igi their recelot. received the co
3. All persons In the emergency shelter 3. Objective attained.
Program (34 day stay),who elect to move
Into the 94 Day Case Management
Program,will receive a minimum of one
hour of case management services during
the third and fourth week of their shelter
sta .
4. All persons In the emergency shelter 4. Objective attained
program(34 days stay),who will not be
participating In the 94 Case Management
Program will receive a minimum of two
hours of housing assistance.
5. Ali Persons entering the Shelter wilt have a 5. Objective attained.
basic health assessment by the Health Care
for the Homeless Team within the first three
weeks of entarinn the shelter:
6. All persons entering the shelter will provide 6. Objective attained. However, photo
photo Identification and verification of identification is not always part of
residence within the first 72 hours. verification. GA referrals
7. Ali Persons leaving the shelter wil=reme 7. 144olp Of Individuals wholeave the shelter
the Horimeless Resource Itst as Pawith notice receive the Homeless t?esource
planned e)dt and at least one weelist.
their exit date.
Or Wme Objectives Objective Attainment Analyses
3D 7ay Emergency Shelter Program 30-DayEmeii rencyShelter Program
1. 144%of persons In the emergency shelter 1. Objective attained.
Program will decide to enter the structured
Program or leave the shelter at the end of
34 days.
Z. 7596 of all discharges will be planned. 2. 80%Concord 82%Brookside,
yt
3. 10496 0#alt persons,who are In the shelter 3. Concord 85% Brookside 14496 Winter relief
at.least 14 datfs will have a TB clearance. had an Impact on outcome at Concord
4. 14416 of all ins In the shelter,who 4. Objective attained. Housing and supportive
remain more than 14 days,will receive services provided to all residents prior to
housing and supportive services ten days residency In the shelter.
Information.
5. 5496 of all persons In the shetter without an 5. Within the last quarter,80%of residents at
Income source will Identify or apply for some both shelters Identified or applied for some
source of income or assistance within the source of income or assistance In first
fast 24 da . twentydays.
S. 0%of all persons upon assessment will 6. Objective attalned. Counselor assigned at
A- .--
be assigned a counselor to monitor and time of Intake.
assist them tit tring the 30-day stay.
1
Case Management Program Case Management Program
Outcome Objectives cont'd Objective Attalament Analyses cont'd
7. 85% of participants With special needs or 7. Objective attained. 90%of all participants
self identified disabilities,who are currently with special needs or self-identified
Involved with a service provider,will be disabilities were referred to health care for
referred to the Health Care for the the homeless. Case management meetings
Homeless Team for a screening and assist in achieving objectives.
assessment of their needs within 30 days.
8. 90%of participants will have a planned exit. 8. 84%Brookside Concord 83% of
100%of these will have an exit interview. participants had a planned exit. Exit
interviews conducted with all participants
with planned discha e .
3
OFFICE OF THE COUNTY ADMINISTRATOR
CONTRA COSTA COUNTY
Administration Building RECEIVED
651 Pine Street, 11 th Floor
Martinez JIM .L 8 i���
DATE: June 17, 1998 Cu RK BOARD 4F SUPERVISORS
O TACO.
TO: Wendel Brunner, M.D., Public Health Director
FROM: Claude L. Van Mart r istant County Administrator
SUBJECT: FOLLOW-UP TO R ORT ON HOMELESS SHELTERS
Board Agenda Date: June 16, 1998
Agenda Item #: SD.3
On June 16, 1998, the Board of Supervisors approved a report from the Family and
Human Services Committee which included directions to staff to schedule a
Workshop in the Fall at the Concord Shelter so the Board can consider policy issues
and options concerning the homeless shelter program.
Please have your staff contact this office regarding the scheduling of the Workshop
so we can carefully coordinate this scheduling with the rest of the Beard's calendar.
My preference would be to schedule such a workshop at 2:00 P.M. on a Tuesday
and plan on taking the entire afternoon.
In addition, resulting from the discussion, the Board asked that the Health Services
Department bring back a_report as a part of budget hearings on the condition of the
Brookside Shelter, whether continuing to invest money in the Shelter is cost
effective, and options for expanding the number of available beds in West County.
You should plan on including this as a part of the Department's budget presentation
on August 4, 1998.
Finally, please note that the remaining recommendations in the attached report were
also approved by the Board and will require some follow-up by you or your staff.
CLVM:amb
8s-W16-W2
Attachment
............
- 2 -
cc: Supervisor Jim Rogers
Supervisor Gayle B. Uilkema
supervisor Gerber
pervi r
. so D
Supervisor Mark DeSaulnier
SupervisorJoe Canciamilla
William B.-Walker, M.D., Health Services Director
-4' , Chief Clerk, Board of Supervisors
Tony Ehe*a
Senior Deputy County Administrator
Sara Hoffman, Senior Deputy County Administrator
FHS#6 Axa
TO: BOARD OF SUPERVISORS
CONTRA
FROM: FAMILY&HUMAN SERVICES COMMITTEE COSTA
DATE: June 1s, 1988 COUNTY
SUBJECT: Report on Emergency Shelters and the Center point Contract
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
1. ACCEPT the attached report from the Director of Public Health on emergency shelters and
the Center Point contract for operation of the emergency shelters for single adults.
2. REQUEST the Director of Public Health to vAXR with the Continuum of Care Board to clearly
identify the full range of programmatic needs,funding requirements and priorities to address
homelessness Issues including, but not limited to:
• early intervention for first time homelessness
• meeting the needs of individuals with multiple problems, including substance abuse,
mental health and physical issues
• how best to leverage resources with the substance abuse, mental health,medical and
social services systems
• after care services and support to reduce recurrence of homelessness
` tracking program outcomes.
3. REQUEST the Director of Public Health to work with the Continuum of Care Board to develop
a plan that identifies facility needs, funding requirements and priorities to ensure sufficient
emergency shelter beds for both immediate needs occupancy as well as longer term
structured case management interventions.
CONTINUED ON ATTACHMENT: —YES SK#NATURE:
—RECOMMENDAMU OF COUNTY ADMINISTRATOR RECOMMENDATION OF HOARD COMMITTEE
_APPROVE —OTHER
SIONATURE(s): donna Gerber Mark DeSaulnler
ACTION OF BOARD ON APPROVED AS RECOMMENDED_,,,OTHER
VOTE OF SUPERVISORS
UNANIIVIOUB{RESENT .. t 1 HEREBY CERTIFY THAT THIS IS A
TRUE AND CORRECT COPY OF AN
KENANDWOEM
ASSUM ABSTANk � OF THE BOARD OF
SUPERVISORS ON THE DATE SHOWN.
Canso S+wrM Roman,334-1m
Arnur ED
iiE BATCHMM,CUIRK OF
THEBOARDOF StiPERVISOtS
ax: CAO
AND COUNTY ADD&UNISTRATOR
WW,dN 11R161MP,PW&Monet Dl voW
arNxft w"b►pnrm,""slow Pngram Mu ew BY
FHS#5
4. REQUEST the Director of Public Health to develop a strategy for providing emergency shelter for
Writer 1998-99, including presentations to the Public Managers Association and city councils tc
engender their collaboration and support.
5. REQUEST the Clerk of the Board to coordinate with the Director of Pubic Health in scheduling
a board workshop at the Concord shelter in fall 1998 so that the Board can consider policy issues
and options concerning the homeless shelter program.
BACKGROUND/ �% lip REC11?I1IMENDATIfJN(S{•
On June 8, 1998, the Family and Human Services Committee met with Wendel Brunner, Director of
Public Health,to review the attached report and to tour the Brookside Homeless Shelter. Also present
were Brenda Blasingame, Homeless Program Manager; Duane Chapman, Homeless Ombudsman; and
three representatives from Center Point, operators of the County's homeless shelters.
The committee first toured the Brookside Shelter. The shelter is an eight year old modular unit,which
houses 50 men and 6 women. It was obvious to the committee that the structure is less than optimal.
There is no room for expansion for short term emergency beds; leakage during the rains was evident
from stains on the ceilings. In addition, it was reported that moisture from below the building seeps up
and results in fungus growth. Repair costs on the building are running approximately$10,000 a year
and, according to the department,will not be a viable option over the long run.
Dr. Brunner reported that he was pleased with the performance of Center Point, contractor for the
homeless shelters. Within 30 days of their assumption of the contract,they increased the number of
winter shelter beds from 75 to 95. They also developed a new two phase program for shelter residents:
phase one, an emergency program for stays of up to 30 days and phase two, a structured case
management program for stays of up to 90 days. The case management program has been coded
with the addition of core services that include:
• two weekly orientation sessions for all new residents;
• five weekly living skills classes at each site;
• 12 step programs for alcohol and substance abuse at both sites;
• resident councils at both sites and weekly house meetings;
• one full time case manager at each site to work with residents in the phase two case
management program;
• housing assistance and vocational counseling through Rubicon, Inc.;
• health screenings and referrals to mental health and substance abuse counseling through
the Health Care for the Homeless and Contra Costa Community Substance Abuse
Services.
Dr. Branner also reported that the homeless shelter program is now tracking contract performance as
well as shelter resident outcomes. Key outcomes for residents include the number of people moving
into permanent transitional or special needs housing; number of people leaving the shelter without
notice; and the number of people discharged for rule violations. in addition, Center Point submits a
quarterly report on the homeless program that reports on performance objectives, outcome objectives,
the case management program process objectives, the case management program outcome objectives
and detailed statistics on new admittances, readmittances, discharges, number of residents obtaining
permanent housing,number of residents obtaining transitional housing or special needs housing,other
resident discharges, income at time of intake, income at time of discharge, income source at time of
discharge,city of residence,gender, ethnicity, age and veteran status.
In response to a question from Supervisor Donna Gerber, Brenda Blasingame stated that the homeless
shelters work closely to do cross conferencing where the homeless residents are clients of other
systems. Supervisor Mark DeSaulnier said that it was important to look at collaboration with the other
systems and to assure that we are leveraging our resources. He stated that we need to identify the
issues regarding collaboration. One of the Center Point representatives said that the homeless shelters
often provide"aftercare"for releasees from substance abuse residential treatment programs. Brenda
Blasingame also said that there are discharges from the medical centers to the homeless shelters
through the"Health Care for the Homeless" program. In some cases, the choice is to accept these
people or for them to go into the streets,so they may be accepted in the shelters even though they are
not totally suited for the emergency shelter environment. Ms Blasingame said that a"medical step
2
_. ... ......... ......... ......... _....... ......._. ...._... . _ _
.... . ........ .......... _...._.... ........... ..._.... .....__...................... ...._...._. ..._..... .._...... .........
FHS#5
down"program would very helpful as an alternative care facility for such individuals.
Supervisor DeSaulnier inquired concerning the opinions of the homeless shelter residents about the
programs and if focus group had been conducted. Duane Chapman responded that focus groups were
planned,as was a Witten survey. He found that complaints are fewer than before and that some of the
complaints are concerning availability of slots in the phase two case management program.
Supervisor DeSaulnier said that it would be very helpful if the emergency shelter program could add
"stories"about what is happening to people who leave the shelter. Are they self sufficient? Are they
going back on the streets? Supervisor Donna Gerber agreed and further said that we need to
understand why people are returning to homelessness,whether it is due to the job market,transportation
availability,substance abuse or whatever. Mr. Chapman said that there are obviously many reasons
for recurrence of homelessness, but one was that individuals may lose their support system when they
become self sufficient and they may not have the ability to handle problems and issues as they come
up. It was agreed that, in addition to tracking residents after they leave the shelter, the Continuum of
Care Board should look at what types of retention programs are necessary to reduce the return to
homelessness. Brenda Blasingame noted that San Antonio has a successful retention program;
however,for Contra Costa County,we have not yet funded our base program adequately, therefore it
is difficult to focus on program augmentation. Dr. Brunner stated that the homeless program is still
highly dependent upon outside resources that are not guaranteed,that are decreasing overall and fuer
which the County is in a competitive situation.
It was agreed that the Continuum of Care Board needs to be involved in identifying and prioritizing
homeless program needs. At the present time,the program committee of the Continuum of Care Board
is looking at continuous quality improvement and how the system could work better(Por example,the
need for an MIS system that would track the homeless individual's participation in various systems, such
as substance abuse,mental health, General Assistance.) At the present time,the Continuum of Care
Board is focusing on the NOFA grant application,which should be completed by early fall. As part of
the application,they reviewed the homeless five year plan and identified recent accomplishments.
Committee members asked Center Point about what they felt were the challenges in operating the
homeless shelters. One representative said that the change of management, structure, rules and
operational objectives(i.e., the two phase program)were difficult transitional issues which have now
been achieved. The next challenge will be to deal more systematically with a range of needed
interventions from dealing with the chronic homelessness to helping mobilize resources to providing
referral to existing services. The challenge for Center Point will be to optimally use scarce resources
to triage between those areas of support. Adequacy of staffing is also an issue. Center Point does
extensive staff training;however,in Brookside two staff members have to deal with 56 clients, including
holding their medications,looking for food donations and dealing with expectations of shelter residents
and stakeholders.
In response to a question by Supervisor Gerber, the Center Point representatives said the biggest
surprise they had received after taking the contract was the number of stakeholders and their access
points. Center Point felt they had"quite a few bosses"with different expectations and demands. It
would be helpful if stakeholders would be supportive at the service delivery level, not just the oversight
level.
Committee members agreed that the Board of Supervisors needs to better understand the programmatic
and facility challenges for the homeless program and suggested a Board workshop in the fall at the
Concord shelter. The workshop would clearly identify program and facility needs, resources and
priorities and Include itis issues around ancillary support services such as mental health, substance
abuse, medicine and social services.
3
.. Contra Costa County
` = _ Health Services Department
Public Health Division
Administrative Ctffices
597 Center Avenue,Suite 204
aii *,p Martinez,California 94553
Phone: (510)313-6712
' Fax:(510)313-6721
C0Ul� E-Mail:wbrunner@hsd.c o.contra-costa.ca.us
TO: Family&Human Services Committee
Supervisor Mark DeSaulnier, District 4
Supervisor Donna Gerber,District 2
FROM: Wendel Brunner, M.D. t. ?
Director of Public Health
DATE: June 3, 1998
SUBJECT: REPORT ON EMERGENCY SHELTERS ANIS CENTER POINT
CONTRACT
This report contains information requested by the Family and Human Services Committee and a
preliminary evaluation of the emergency shelter services during the first year of operation under
contract with Center Point.
!Qh11n= in EingMagy erProgram for,PY 97f9$
On July 1, 1997 the Contra Costa.Health Services Department entered into a contract with Center
Paint to operate the two county-funded emergency shelters for single adults. In addition to shifting
S
helter operators, several additional changes were made in an effort to improve the quality of the
service and enhance our ability to evaluate the effectiveness of the program.
The first change was the implementation of a two-phase program for residents in the shelter. Phase
I is an emergency shelter program for stays of up to 30 days. Residents in Phase I are required to
comply with bask shelter rules for operation and safety,but do not participate in the more structured
case management program. Residents coming in off the street into Phase I have the opportunity to
find food and shelter and consider whether they are ready to seriously address their issues of
homelessness. Residents in Phase I then have the opportunity to enter into Phase 11,a structured case
Fw7tem
nt prowith a total stay of up to 90 cys. The intent of the twophase program is to
bascmeency shelter option tohomeless people coming in to the shelters,and at the
efs the limited case manaement resources on those residents who'are most likely to
ptive to the assistarice. The goal is to serve a greater number of homeless individuals,and
e sante time maintain or even increase the number of homeless residents who move through the
shelter program into stable,appropriate housing.
A second change this year was the inclusion of measurable outcome objectives in the Center Paint
contract. The purpose of the objectives is to identify outcome areas we consider important and to
provide benchmarks against which to measure progress. The actual achievement of a specific
percentage of an outcome objective is not necessarily the measure of success or failure of the
pro or the contractor,but quantitative measures can provide direction for program.modification
or ovation of resources.
Report on Emergency Shelters and Center Point Contract
June 3, 1998
Page 2
Winter Relief 97/98
Last year,due to fiscal restraints, there was only marginal expansion of the number of shelter beds
during the winter months. This year, with El Nino every bit as severe as anticipated, winter relief
was even more urgent. Fortunately,the completion of the rehab of the Concord Shelter provided the
opportunity to actually expand the number of beds up to 100 at that site. Brookside, however, has
essentially no bed flexibility for winter relief. There are also issues of staffing and basic resident and
staff safety,as more residents are crowded into Concord. Winter relief began in November, with a
gradual increase in the number of residents as new staff members were brought on. Occupancy
reached 95 residents for the first time ever in January. In previous years, occupancy has seldom
reached 75. Winter relief beds were cut back in April, but as "winter" this year seems to be
continuing into June, we are still expanding the bed capacity in response to bad weather.
Services Provided Through the Shelter Program
The following services for residents are provided onsite by Center Point, Inc., the primary shelter
contractor:
+ Two weekly orientation sessions for all new residents;
+ Five weekly living skills classes at each site;
+ Twelve step programs for both alcohol and substance abuse at both sites;
+ Resident counsels at each site and weekly house meetings;
+ One full-time case manager at each site to work with residents in Phase II(one case manager
for 30 clients at each site).
These additional services are provided onsite through outside agencies:
+ Housing assistance and vocational counseling - Rubicon, Inc.
• Health screenings and referrals and mental health and substance abuse counseling- Health
Care for the Homeless, Contra Costa Health Services
In addition the case managers provide extensive referrals and linkages to the homeless continuum
of care providers and mental health and substance abuse programs.
Contract Performance and Outcomes
The outcome objectives for the current fiscal year contract,along with the outcome results from the
first three quarters of the fiscal year are included as Attachment 1. This information is being used
to design program modifications with the contractor for the next fiscal year, and to develop
appropriate benchmarks for future performance.
The number of clients served and key outcomes for the current fiscal year 97/98 compared to FY
96/97 are indicated in the table below. Unless otherwise indicated,data for FY 96/97 is for the full
twelve months;data for FY 97/98 is for the first three quarters only:
Report on Emergency Shelters and Center Paint Contract
June 3, 1998
Page 3
FY 96197 FY 97/98
Total Bed Nights 39,680 39,800
(projected for 12 months)
Winter Relief Bed Nights N/A 2,659
(partial total in addition
to bed nights above)
Number of Individuals 926 995
Served in Regular Program (three quarters)
Number of individuals N/A 143
Served for"Winter Relief (incomplete figures)
Number of People Moving Concord: 108 Concord: 113
Into Permanent, (first 3 quarters of year) (first 3 quarters of year)
Transitional or Special Brookside: 57Brookside: 103
Needs housing (first 3 quarters of year) (first 3 quarters of year)
.Number Leaving Shelter Concord: 108 Concord: 154
Without Notice(No Call/No Brookside: 147 (first 3 quarters of year)
Show) Brookside: 177
(first 3 quarters of year)
Number Discharged for Concord: 34 Concord: 18
Rule Violations Brookside:48 (first 3 quarters of year)
Brookside: 21
(first 3 quarters of year)
The residents of the Brookside and Concord Shelters came from the following Cities:
41
Brookside Concord
Richmond 80% Concord 53%
Concord 5% Pittsburg/Bay Point 13%
San Pablo 5% Antioch 90/0
Antioch/Pittsburg 3% Richmond 7%
Other 7% Cather 18%
The preliminary data above indicates that the two-phase program has been successful in its
objectives. The total number of persons served in the shelter program has increased, as the less
rigorous, but shorter, Phase I option has opened shelter o rtunties to more individuals. 13y
concentrating the case management resources on those individuals who have had the o portunity to
continue into Phase Il, we appear to have at least maintained,and probably increase the number
of individuals who have successfully moved on to stable,appropriate housing. There are many other
Report on Emergency Shelters and Center Point Contract
June 3, 1998
Page 4
factors, however, that could be influencing these figures. The changing availability of housing
services through Reach Plus and Shelter Plus Care this year compared to last year has not been
analyzed, and even more important, we haven't broken down the figures between permanent and
transitional housing, and *pecial needs housing which includes medical, detox, and residential
substance abuse treatment facilities. Finally, we don't yet have complete data for this fiscal year.
Again, the data for no call/no show(NC/NS)and those discharged for rale violations is consistent
with a two.-phase program better tailored to the different states of readiness of the clients. The more
structured and rule intense Phase II program is reserved for those clients who chose that option after
a period of time in the shelter. That may have led to a decrease in rules conflicts and the number of
residents discharged for rule violations.
Further Evaluation and Quality Impr+tvement Plans
A more careful analysis of the quantitative data is indicated after the complete years data has been
compiled. In addition to quantitative evaluation,however,the Ombudsperson will begin monthly
focus groups in both shelter sites to develop qualitative client perspectives on the strengths and
weaknesses of the shelter program. In addition, the Continuum of Care Advisory Burd is
developing a Continuous Quality Improvement(CQI)p ogram involvin all the major services in
the Contra Costa continuum of care. We hope to have the emergency shelters included early in the
CQI program.
Key cc lishments and!Challenges Thisn t e r
ccompljs rents:
* Implementation of a new program structure and increase in number of individuals served.
• Steady improvement of housing and employment outcomes.
• Implementation of five weekly living skills groups including budget management and
housing counseling for individuals in Phase II.
0 Development and implementation of twice weekly orientation groups for new residents.
# Provision of some case management services for Phase I and Winter Relief residents as
staffing allows.
0 Successful increase of winter shelter beds to 95, in the face of El Nifio.
Challeam:
♦ New shelter contractor implementing new program and operational philosophy within 30
days of assuming operation.
• Achieving "bud-in" from residents who were transitioning to a new program operator and
operational philosophy.
• Retraining of staff that remained from former contractor.
• Current staff'level at both sites does not allow for case management services for all shelter
residents that are interested.
0 Meeting the needs of clients as the Concord Shelter capacity was expanded to 95.
Report on Emergency Shelters and Center Point Contract
June 3, 1998
Page 5
We believe the transition to the new shelter operator has been a successful one. The homeless shelter
program has been strengthened over the last year, and the operation of the shelter has been
implemented professionally and in collaboration with the County Homeless Program. The process
and outcome objectives set forth in the contract have, for the most part, been met. Some objectives
have been surpassed,while others presented challenges reflecting the difficulties in grappling with
the issues of homelessness in Contra Costa County. Evaluation of these objectives presents
opportunities for the contractor, the County Homeless Program,and the Continuum of Care Board
to strengthen homeless services in our county.
PriQyShelter Needs
The physical condition of the.Brookside Shelter presents a number of problems. The building was
not constructed for the intense,ongoing use it has seen for the past four years. We are spending an
excessive amount of money on repairs to keep the building in marginal condition,and over the long
run continued repairs will not be a viable option. We are doing preliminary investigations into the
cost of an approximately 75 bed shelter replacement. Using the existing location would eliminate
the difficulties associated with trying to site such a facility.
In the long term the County needs to explore the development of additional revenue sources to
stabilize the funding of the two county emergency shelters. The current budget and revenues(see
Attachment 2)for operating these county-funded facilities are barely adequate to meet the costs of
providing the existing services, yet alone providing needed or demonstrably effective service
enhancements. Each year we are also faced with a potential budget shortfall, because we are
dependent on outside revenue that is Writ guaranteed, is decreasing, and has a high level of
competition for the available funding.
New Contract with Center Point
A new contract has been negotiated with Center Point for FY 99/90. This contract includes an
increase of$46,674 which reflects cost-of-living increases,salary step raises,the provision of a full-
time Shelter Program Director,and an increase in general operating costs associated with increased
numbers of individuals being served at the shelters.
The negotiated contract certainly does not reflect optimal staffing needs at the shelter. We continue
to operate at a minimal staffing level consistent with basic safety for staff and residents, and that
limits the amount of services that can be provided to shelter residents. Center Point has proposed
increasing the case management staff`available in the shelters, so that more services could be
provided to Phase I and Winter Relief residents who request them'and could benefit from them. We
agree with Center Point that their proposal would reflect a significant enhancement in services,and
are committed to carefully looking at our budget and/or trying to develop additional revenues to
increase case management services available in the shelters.
We believe that the quality, stability, and effectiveness of the emergency shelters in Contra Costa
has steadily improved over the last several years. We are very pleased with the progress made this
year under the contract with Center Point,Inc.,and are pleased to recommend the continued contract
for FY 98/99.
WB:ah
Attachments
cc: William Walker, Health Services Director
ATTACHMENT 1
Emergency
Shelter Budget
SHELTER PR
July 1, 1397 -June 30, 1998
PROJECM INC
County General Funds/Department Allocations 845,180.
FEMA XVI 29,900.
FESG 88,800.
County CDBG 88,500.
Richmond Comm. Services 10,000.
Income-Suite D 47,520.
Donations/Fundraising for winter relief 25,000.**
SUBTOTAL 1,134,630.
CENTRAL COUNTY SMELTER
Operating Expenses(Contractor) 369,240.
Utilities,water/sewer,occupancy costs 105,000.
Food 60,000.
Repairs&Maintenance 6,000.
SUBTOTAL 540,240.
BROOKSIDE SHELTER
Operating Expenses(Contractor) 354,760.
Waterlsewer,occupancy costs 10,000.
Food 90,000.
Repairs&Maintenance 8,000.
SUBTOTAL 452,760.
PROGRAM ADMINISTRATION
.50 FTE Director 34,809.
.45 FTE Development Director 25,200
.6 FTE Omsbudperson 30,374.
.25 FTE Clerk 6,250
Homeless Referral/I &R 27,000.
Office space, telephones, program expenses 14,000.
SUBTOTAL 137,633.
PROGRAM TOTAL 1,140,633.
Key. ** Projected income based on past years' funding/income
WINTER RELIEF @ Central County Shelter(121 days)
Operations 51,000.
Food @$3.72/day/person 18,000.
Additional twater,sewer, & utilities 1,000.
Additional garbage pick up @$410./mo 1,640.
SUBTOTAL 71,640.
*Based on operating up to 40 additional beds.
FULL PROGRAM TOTAL 1,212,273.
k4thbud
ATTACHMENT 2
Objectives
oBJECTrVM-. 7/97 - 9/97
Performance Objectives Objective Attainment analyses
30-Day Emergency Shelter Program 30--Day Emergency Shelter Program
Process C7b ectives
1. All individuals entering the shelter will be 1. 100%of individuals entering the shelter
screened for shelter appropriateness and have screening and assessment completed.
have an in-depth need assessment
corn ted and ke on file.
2. All persons entering the shelter will receive 2. 100%of Individuals entering shelter receive
a copy of the shelter rules,including the a copy of the county rules,Center Point
disqualification and appeal process, and will rules and sign that they have received the
sign verifying their receipt. co
3. Ali persons In the emergency shelter 3. Objective attained. Minimum of one hour Is
program(30 day stay),who elect to move consistently surpassed.
into the 90 Day Case Management
Program,will receive a minimum of one
hour of case management services during
the third and fourth week of their shelter
stay.,
4. All persons In the emergency shelter 4. Housing assistance provided by shelter
program(30 days stay),who will not be counselors and case managers,through
participating In the 90 erase Management workshops provided by outside agencies
Program will receive a minimum of two and through evening groups at the shelter.
hours of housing assistance. "
5. All persons entering the Shelter will have a 5. Objective attained.
basic health assessment by the Health Gare
for the Homeless Team within the lust three
weeks of entering the shelter.
6. All persons entering the shelter will provide 6. Objective attained. However, photo
photo identification and verification of identification is not always part of
residence within the first 72 hours. verification. GA referrals
7. All persons leaving the shelter will receive 7. 100%of Individuals who leave the shelter
the Homeless Resource list as part of the with notice receive the Homeless Resource
planned exit and at least one week prior to list.
their exit date.
Outcome Objectives jectives tabjective Attainment Analyses
30-Day Emetying Shetter Emarem 3t)Da _Em#Menqy Shelter Arq ram
1. 100%of persons in the emergency shelter 1. Objective attained.
program will decide to enter the structured
program or leave the shelter at the end of
30 days.
2. 75%of all discharges will be planned. 2. As new programs, rules and structure were
implemented,there was a high rate of
unplanned exits by residentsfrom previous
fiscal year. Im n vement anticipated.
3. 100%of all persons,who are in the shelter 3. Objective attained.
at least 10 days,will have a TB clearance.
4. 100%of all persons In the shelter,who 4. Objective attained. Housing and supportive
remain more than 10 days,will receive services provided to all residents prior to
housing and supportive services ten days residency In the shelter.
information.
5. 505/6 of all persons In the shelter without an 5. Within the last two months of the quarter
Income source will identify or apply for some over 501% of residents applied for income
source of Income or assistance within the assistance in first twenty days.
first 20 days.
6. 1W1*of all persons upon assessment will 6. Objective attained. Counselor assigned at
be assigned a counselor to monitor and time of intake.
assist them during the 30-da eta .
1
Case Management Program Case Management Program
Process Objectives Objective Attainment Analyses
1. All persons in the Case Management 1. Objective attained.
Program will receive a minimum of one hour r
of one to one case management services
per week.
2. All persons in the Case Management 2. Since Case Management Program was
Program will receive a minimum of 40 hours initiated August 14, we cannot assess this
of assistance in obtaining housing. objective fully. However all individuals in the
Program receive a minimum of 8.5 hours a
week of grouplindividual counseling related
to.housing issues.
3. All persons in the Case Management 3. Objective attained. Vocational assessment
Program will participate in some vocational completed on all participants.
or public benefits assessment.
4. All persons in the Case Management 4. Objective attained
Program will have a weekly case action plan
on file that has been signed be the Case
Manager and the individual.
5. All persons in the Case Management 5. Case management meetings are held two
Program who have a Case Manager times monthly with Health Care for the
through another agency will have Homeless and two times monthly with
participated in at least one Interagency Rubicon.
case management meeting.
Case Management Program Case Management Program
Outcome Objectives Objective Attainment Analyses
1. 95%of all persons who enter the Case 1. Concord—96% have income in the first
Management Program without an income, sixty days. Brookside—90%have Income in
will have an Income within the first 60 days the first sixty days. Objective attainment to
of the pMram. improve In next quarter.
2. 85%of all persons will receive payee 2. 100% receive payee services or attend
services or attend a budgettmoney budgettmoney management classes within
management class within 60 days. 60 days.
3. 95%of all persons will attend a housing 3. Objective obtained through Reach Plus,
resource workshop within 60 days. Independent Living Resources and Center
Point workshops.
4. 80%of all persons will have identified 4. Statistics ae Incomplete since Program was
housingwithin 75 da s. operational I for 60 days at end of guarter.
5. 50%of all UB(and GA recipients will have 5. Concord— 89%within 60 days.
completed a vocational assessment job Brookside--57%within 60 days.
readiness training, and be working with a Statistics not available this quarter on 90
vocational counselor within 60 days. Within days of participation. Program operational
90 days 75%will have completed a for only 60 days of report period.
vocational assessment,jobs readiness
training, and Is working with a vocational
counselor. .
6. 90%of participants who are able to work 6. Objective attained—over 90%
will be employed at least half time and have employed/have regular source of income
a regular source of income when they exit when exiting.
the pIpgram.
2
Case Management Program Case Management Program
Outcome Objectives cont'd Objective Attainment Analyses dont'd
7. 85%of participants with special needs of 7. Objective attained. Case management
self identified disabilities, who are currently meetings assist in achieving objeoives.
involved with a service provider,will be
referred to the Health Care for the
Homeless Team for a Screening and
assessment of their needs within 30 days.
& 90%of participants will have a planned exit. 8. Overall, 76% of participants had a planned
100%of these will have an exit interview. exit interview. This objective will be met
next quarter as screening for Program
participants will be more thorough,which will
Increase retention and reduce unplanned
exits.
Y i
1
W
3
0BJECT1VES: 10/97 - 12/97
Performance Objectives Objective Attainment Analyses
30-Day Emergency Shelter Program 30-Day Emergency Shelter Program
Process t actives
1. All individuals entering the shelter will be 1. 100%of individuals entering the shelter
screened for shelter appropriateness and have screening and assessment completed,
have an in-depth need assessment
completed and kept on file.
2. Ail persons entering the shelter will receive 2. 100%of individuals entering shelter receive
a copy of the shelter rules, Including the a copy of the Contra Costa County rules,
disqualification and appeal process, and will Center Point rules and sign that they have
sign verifying their receipt received the copy.
3. All persons In the emergency shelter 3. Objective met.
program(30 day stay), who elect to move
into the 90 Clay Case Management
Program,will receive a minimum of one
i hour of case management services during
the third'and fourth week of their shelter
stay.
4. All persons in the emergency shelter 4. Housing assistance provided through
program(30 days stay),who will not be workshops, evening groups and individual
participating In the 90 Case Management counseling at the shelter.
i Program will receive a minimum of two
hours of housing assistance.
5. All persons entering the Shelter will have a 5. Objective met.
r basic health assessment by the Health Care
for the Homeless Team within the first three
weeks of entering the shelter.
6. Ali persons entering lite shelter will provide 6. Objective met. However,photo identification
photo Identification and verification of Is not always part of verification. (OA
residence within the first 72 hours. referrals
7. All persons leaving the shelter will receive 7.Alt Individuals who leave the shelter with
the Homeless Resource list as part of the notice receive the Homeless Resource list.
planned exit and at least one week prior to
their exit date.
Outcome Objectives Objective Attainment Analyses
3017s Emervengy Shelter P ram 3Cl-Da Emergency Shelter Pro ram
1. 100%of persons in the emergency shelter 1. Objective met.
program will decide to enter the structured
program or leave the shelter at the end of
30 days.
2. 75%of all discharges will be planned. 2. Planned discharges Concord
F
700/o/Brookside 60%. No shows Impacted
E this objective.
3. 100%of alf persons, who are in the shelter 3. 95%-objective impacted by holiday
at least 10 days,will have a TB clearance. schedules and farce influx of clients.
4. 100%of all persons in the shelter,who 4. Objective mets Housing and supportive
remain more than 10 days,will receive services provided to all residents prior to
housing and supportive services ten days residency in the shelter.
information.
5. 50%0 Of all persons In the shelter without an 6. Within the last quarter 6010 of residents at
Income source will identify or apply for some both shelters Identified or applied for some
source of income or assistance within the source of Income or assistance in first 20
first 20 days. days.
6. 100%of all persons upon assessment will 6. Objective met. Counselor assigned at time
be assigned a counselor to monitor and of intake.
assist them during the 30-day stay,_
1
Case Management Program Case Management Program
Process Objectives ObJective Attainment Analyses
1. All persons in the Case Management 1. Objective met.Weekly 1x1 case
Program will receive a minimum of one hour management sessions provided.
of one to one case management services
per week.
2. All persons in the Case Management 2. All individuals completing case
Program will receive a minimum of 40 hours management program in last quarter
of assistance in obtaining housing. received a minimum of 40 hours. All
individuals currently in the Program receive
a minimum of 8.5 hours a week of
groupAndividual counseling related to
housing issues.
3. All persons in the Case Management 3. Objective met. Vocational l Benefits
Program will participate in some vocational assessment completed on all participants.
or public benefits assessment.
4. All persons in the Case Management 4. Objective met. All Individuals In case
Program will have a weekly case action plan management program receive case action
on file that has been signed by the Case plan and is reviewed on weekly basis.
Manager and the individual.
5. All persons in the Case Management 5. Case management meetings are held two
Program who have a Case Manager times monthly with Health Care for the
through another agency will have Homeless and two times monthly with
participated in at least one inter-agency Rubicon.
case management meeting.
Case Management Program Case Management Program
Outcome Objectives Objective Attainment Analyses
1. 95%of all persons,who enter the Case 1. Concord—100%have income in the first
Management Program without an income, sixty days. Brookside—100%have Income
will have an Income within the first 60 days in the first sixty days. Objective met,
of the prpgram.
2. 85%of all persons will receive payee 2. 100%receive payee services or attend
services or attend a budget/money budget/money management classes within
mane ement class within 60 days. 60 days.
3. 95%of all persons wilt attend a housing 3. Objective met through Reach Plus,
resource workshop within 60 days. Independent Living Resources and Center
Point workshops.
4. 80%of all persons will have identified 4. 75%of participants In Concord and 70% in
housing within 75 days. Brookside completing Phase it obtained
housing. Percents es improving monthly .
5. 50%of all UBI and GA recipients will have 5.Within sixty days all Individuals in case
completed a vocational assessment,job management receiving UBI or GA over 50%
readiness training, and be working with a have received vocational assessment,job
vocational counselor within 60 days. Within readiness, readiness training and are
90 days 75%will have completed a working with vocational counselor. Overall,
vocational assessment,)obs readiness 80%of all individuals eligible In both shelters
training, and Is working with a vocational received these services within 90days
counselor.
6. 90%of participants who are able to work 6. Concord--76%, Brookside—75%.
will be employed at least half time and have Improvements anticipated in next quarter.
a regular source of income when they exit
the program.
2
Case Management Program Case Management Program
Outcome ObJectives cont'd QbJective Attainment Analyses cont'd
7. 85%of participants with special needs or 7. Objective met. 9010 of all participants with
self identified disabilities,who are currently special needs or self=identifed disabilities
involved with a service provider,will be were referred to health care for the
referred to the Health Care for the homeless. Case management meetings
Homeless Team for a screening and assist In achieving objectives.
assessment of their needs within 30 days.
8. 90%of participants will have a planned exit. 8. Overall, 86%of participants had a planned
100% of these will have an exit interview. exit. Exit interviews conducted with all
ar ci ants who have planned dlschar e.
E
e
3
OBJECTIVES: 1/98 - 3/98
Performance Objectives Objective Attainment Analyses
30-Day Emergency Shelter Program 30-Day Emergency Sheffer Program
Process Objectives
1. All individuals entering the shelter will be 1. 100%of individuals entering the shelter
screened for shelter appropriateness and have screening and assessment completed.
have an In-depth need assessment
completed and kept on file.
2. All persons entering the shelter will receive 2. 100%of Individuals entering shelter receive
a copy of the shelter rules, Including the a copy of the Contra Costa County rules,
disqualification and appeal process, and will Center Point rules and sign that they have
sign ve ` their recei received the co
3. Alf persons In the emergency shelter 3. Objective attained.
program(30 day stay),who elect to move
Into the 90 Day Case Management
Program,will receive a minimum of one
hour of case management services during
the third and fourthweek of their shelter
stay.
4. All persons In the emergency shelter 4. Objective attained
program(30 days stay),who will not be
participating In the 90 Case Management
Program will receive a minimum of two
hours of housing assistance.
5. All persons entering the Shelter will have a 5. Objective attained.
basic health assessment by the Health Care
for the Homeless Team within the first three
weeks of enterina the shelter.
6. Ail persons entering the shelter will provide 6.Objective attained. However, photo
Photo kientlffcation and verification of Identification is not always part of',
residence within the first 72 hours. verification. GA referrals
7. All persons leaving the shelter will receive 7. 100%of individuals who leave the shelter
the Homeless Resource list as part of the with notice receive the Homeless Resource
planned exit and at least one week prior to list.
their exit date.
Outcome Objectives Objective Attainment Analyses
30-Dat Em encSheffer P rain 30 Cla en Sheffer P ram
I. 100%of persons In the emergency shelter 1. Objective attained.
Program will decide to enter the structured
program or leave the shelter at the end of
30 days.
2. 7596 of all discharges will be planned. 2. 80%Concord 82%Brookside.
3. 100%of all persons,who are in the shelter 3. Concord 85% Brookside 100%Winter relief
at least 10 days,will have a TB clearance. had an Impact on outcome at Concord
4. 100%of all persons In the shelter,who 4. Objective attained. Housing and supportive
remain more than 10 days,will receive services provided to all residents prior to
housing and supportive services ten days residency In the shelter.
Infornwdon.
5, 50%of all persons in the shelter without an 5. Within the last quarter,80%cif residents at
Income source will Identify or apply for some both shelters kientllted or applied for some
source of Income or assistance within the source of Income or assistance in first
first 20 OM. twe dal' .
6. 100%of all persons upon assessment will 6. Objective attained. Counselor assigned at
be assigned a counselor to monitor and time of Intake.
assist them during the 3May stay.
1
Case Management Program Case Management Program
Process Objectives Objective Attainment Analyses
1. All persons in the Case Management 1. Objective attained.Weekly 1xJ case
Program will receive a minimum of one hour management sessions provided.
of one to one case management services
r week.
2. All persons in the Case Management 2. 100%of the Individuals completing case
Program will receive a minimum of 40 hours management program in last quarter
of assistance In obtaining housing. received a minimum of 40 hours.All
Individuals currently In the Program have
available a minimum of 8.5 hours a week of
grouprindividuai counseling related to
housing Issues.
3. All persons in the Case Management 3. Objective attained. Vocational 1 Benefits
Program will participate in some vocational assessment completed on all participants.
or public benefits assessment.
4. All persons In the Case Management 4.Objective attained.Alf Individuals In case
Program will have a weekly case action plan management program receive case action
on file that has been signed by the Case plan and Is reviewed on weekly basis.
Manager and the individual.
5. All persons in the Case Management S. Case management meetings are held two
Program who have a Case Manager times monthly with Health Care for the
through another agency will have Homeless and two times monthly with
participated in at least one Inter-agency Rubicon.
case management meeting.
Case Management Program Case Management Program
Outcome Objectives Objective Attainment Analyses
I. 95%of all persons,who enter the Case i. Concord—100% have income In the first
Management Program without an Income, slaty days. Brookside—95%have Income in
will have an Income within the first 60 days the first sixty days. Otdective attained
of the ram.
2. 85%of all persons will receive payee 2. 100%receive payee services or attend
services or attend a budget/money budgettmoney management classes within
management class within 60 days. 60 days.
3. 95%of all persons will attend a housing 3. Objective attained through Reach Plus,
resource workshop within 60 days. Independent t.dving Resources and Center
Point workshops.
4. 80%of all persons will have Identified 4. Concord 78% &Brookside 76% identified
housing within 75 days. housing wihin 75 day§.
5. 50%of all UBI and GA recipients will have 5.Within sixty days all Individuals in case
completed a vocational assessment,job management reoeiving UBI or GA over 50%
readiness training, and be working with a have received vocational assessment,job
vocational counselor within 60 days. Within readiness,readiness training and are
90 days 75%will have completed a working with vocational counselor.Overall,
vocational assessment,jobs readiness 80%of all individuals eligible in both shelters
training,and Is working with a vocational received these services within 90days
counselor.
6. 90%of participants who are able to work 6. Concord;87% Brookside 72%.The job
will be employed at least half time and have market in Richmond is depressed and
a regular source of income when they exit participants have fewer skills than those In
the pfogram. Cone.
2
- - -----
'
�
~ `
Case Management Program Case Management Program
7. 85%of participants with special needs or 7. Objective attained.90%of all participants
self Identified disabilities,who are cunently with special needs or self-identified
Involved with a service provider,will be disabilities were refenred to health care for
refen*ed to the Health Care for the the homeless. Case management meetings
Homeless Team for a screening and assist In achieving objectives.
assessment of their needs within 30 days.
8. 90%of participants will have a planned e)dt. 8. 84% Brookside Concord 83%of
100%of these will have an exit interview. participants had a planned exit.EAt
interviews conducted with all participants
3
---- - -- ''- ---- '